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Welcome
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Submit
questions to the
GE here
slido.com
#PostOffice
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We work in partnership We are one team
We deliver
i) has :
ieee p I a
A a 74
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Welcome
Henry Staunton
Chairman
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Agenda
¢ Our Intent to 2025
¢ Our Priorities for 2023/24
¢ Our Culture
* Celebrating our Award Winners
* Questions & Answers
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“,..the best
way out is always
through.”
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A year of achievements
and the year ahead
Nick Read
Group Chief Executive
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u .
* oe”
al. i OE
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‘F-WITN-
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Our Intent to 2025
© _¢ >
Hw
A modern, successful and sustainable franchise retailer
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Network
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Network
for the people
who rely on us
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Postmasters
for the people
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Network Postmasters
for the people
who rely on us
In person.
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Postmasters Customers
for the people
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a
ge
ee
see
A commercially sustainable retailer
Postmasters Customers
Were here... in person.
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Rebuilding trust Improving branch Transforming Technology
profitability
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@
Our Intent to ay
“NM Q@aec
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A modern, successful and sustainable franchise retailer
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rr II
Our Strategic
Priorities
DU
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Rebuilding trust Improving branch profitability Transforming Technology
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Post Office
Horizon IT Inquiry
Diane Wills
Public Inquiry and Historical Matters
Legal Services Director
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ENGAGE
DELIVER
”
Cc
im © I
~
oO
A
=f
LISTEN
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Human Impact Hearings
Horizon IT System
Operation, training, resolution of disputes
Criminal & civil investigations
Redress
Governance
Current practice
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Inquiry Timeline
e———— 2022 ee 2023 e
8 December
Phase 1 Phase 3 Phase 5 Phase 7
February to May January, February, March & May Autumn Winter
Phase 2 Phase 4 Phase 6
October to December 5 June onwards Winter
6 & 13 July 27 April
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ENGAGE
DELIVER
”
Cc
im © I
~
oO
A
=f
LISTEN
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Rebuilding
Trust with
Postmasters
Tracy Marshall
Retail Engagement Director
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A reminder of the six priority areas
1. Remuneration &
profit
2. Systems and
operational 3. Communication
processes
5. Representation /
engagement with
senior leaders
6. Innovation &
working groups
4. Training
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A reminder of the six priority areas
1. Remuneration &
< profit
2. Systems and
operaf’ onal 3. Commv tication
pr. ' Sses
5. Representation /
engagement with
senior leaders
6. Innovation &
working groups
4. Traingng
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This year’s survey
Four-week
survey
closed on
16 April
1,640
responses
this year
versus 1,313
last year
22%
of our
independent
Postmaster
population
fm quadrangle
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Results will be
shared at
Postmaste
r
conference
11 May
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Improved
remuneration
Improved
access to
useful
information
Onboarding
and
Training
More day
to day
support
for
Postmasters
New
ways to
engage
with us
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Rebuilding trust Improving branch profitability Transforming Technology
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Improving Branch
Profitability
Chrysanthy Pispinis
Commercial Strategy & Planning Director
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Portfolio diversification... every product has a role to play...
Platform Range
Core
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...to create a more commercially sustainable Post Office and build
resilience
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Balancing act
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The most extensive and accessible sales & acceptance network
for customers, carriers and retailers...
== «>
® dpa EVRi
amazon
eee?
—_ ae
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... and the heart of
the UK cash
infrastructure
'
Banking in the
heart of your 5
community
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Rebuilding trust Improving branch profitability Transforming Technology
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Improving Branch
Profitability
Pete Marsh
Director of Retail Operations
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Branch MOTs
Horizon Staff
sales data 1,000 Visits efficiency
Opening Up to date
hours Product data
level detail
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Branch MOTs
1,139 157
reviewing
opening hours
515 (4%
different branches agreed
286 some change 31 8
Branch
MOTs
reviewing staff reviewing staff
schedules (47% of branches) effectiveness
(26%) (29%)
Hourly rate calculated as 2023 National Living Wage @ £10.42 + 20%
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Mains
Branch
Thorne
Doncaster
saved each
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Mains
Branch
Albany Rd
Cardiff
income
£30k
saved each
year
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Team Evolution
>
on
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Transforming
Technology
Zdravko Mladenov
& Katie Secretan
Post Office Limited — Strictly Confidential
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What makes up
‘Transforming Branch Hub
Technology’? rane
Postmaster
Services
+ Field support t=) Transformin I I</> I
+ Digital Help Desk _—a
‘ Mens Teak 76) g Tech T= =
connectivity [ure NY
New
Branch IT
Transforming Technology
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What makes up
‘Transforming Bde
Technology’? Coe
Postmaster
Services
+ Field support C=) N Transform In I < I > I
* Digital Help Desk ‘ —
+ Modern network g Tech la =o
connectivity ik.
New
Branch IT
Transforming Technology
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A bright future for Branch Hub
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Transforming Technology
Why Change Now?
It's time to modernise
We are embarking on : Keeping pace to
im achieve our ambition of
one of the IT om being best-in-class
system transformations
Futureproofing - a
platform to make things
better for the future
Building our future
and controlling our own
journey
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NBIT Tech Build
Key Progress to Date
Completed
Procurement of the
new devices
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cy
Oye
i)
New Branch IT proof of Working closely with
concept counter is live 300 members in our IT
in two branches Working Group
Drop & Collect technology,
offering full set of pre-paid mails products
252 locations by the end of April
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Concept Design
Integrated Setup Option
We’ve listened to our Network in
terms of design and setup...
Integrated EPOS on adjustable stand
Ergonomic Poles with option to
mount the EPOS screen
Additional Ergonomic Poles which
can hold printers
Base plates which remove the need
to screw into the counter
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etail
ransformation
rogramme
GRO I Katie Secretan
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What is RTP?
etail
ransforma
rogramme
Enablement I Agility I Ex
To create a modern
& efficient experience for
our retail network, partners
and colleagues, that enables
confidence in the
roll-out and adoption of our
New Branch IT.
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Working Together to Build
the Future of Post Office
The stand-up of a function made up of POL
experts/leaders, consultants and contractors
that will support the delivery of the plan over
the next 18+ months.
To help prepare, enable and guide the
network through this period of large-
scale transformation and ensure the
successful adoption of our New Branch IT.
Build trust and positive engagement across
our communities of Postmasters, Partners and
Branch teams to help ensure a successful
rollout and acceptance of our New Branch IT.
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How will we deploy
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16-week deployment lifecycle
Site Survey
& Preparation Deployment
Provide readiness support and
If required, a site survey will
be completed to assess any
additional work needed
oa oe
Traihing
Start-Up Meeting Support
Ensure the branch is set
up to complete training
and track their progress
Confirm deployment date and
explain the deployment
activities to the Postmaster /
Branch Manager
assessment. Advise Branch of ‘Go’
decision and ensure TPs are planned ¢
and customer comms displayed. to EUC provider
Deployment of kit into
branch and feed data
A a
I
Hypercare
Providing support post
the deployment and
I
Final Count & Check-in
Call branch for a final check-in to
confirm they are ready. hand over BAU
Cash & Stock Count support to EUC
provider
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RTP Roadmap
The journey so far...
Getting ready for
TP PI n
RTP Plan Started June Board deployment
Initial plan with Engagement aring ine refine’
high level plans with our POL I..in the meantime, no comms externally
deployment and (Colleagues, Board ready to go to
Strategic Partners) our shareholders for
costings has been
created 4
4
finalisation
*
o
ig
a
S
e
3
3
oh
‘s
is
=
2023
I
Foundation Readiness is Essential & Everyone has a Part to Play
oo]
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Delivering transformation How can you support?
into a network that is in Y Help branch teams to work through readiness activity
good orderis much more _V Housekeeping — identify and rectify backlogs
likely to be successful. v Engage with us — your feedback and input is critical VN
POS
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How’s it going so far...
————
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Our Culture
Jane Davies
Group Chief People Officer
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= Overview on Engagement Results &
Actions
=" Focus on Leadership Behaviours
= Update on Cultural Change
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Engagement Survey
2023/24
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‘You said... We did’
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. are
‘You said... wade 4)
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Overall scores
on: 36%
.
Engagement: 68% Participati
¢ UK norm is 71% * Particularly low in DMBs/SC c18%
* Engagement gap in lower grades widens * Rest of business c50%
Target: 275% I ams I Target: >40% & 975%
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Overall results & themes
Positives Opportunities
Respectful, friendly and supportive Bureaucratic, fragmented and inefficient
Support for career development & performance
a # 7%
discussions
1 feel proud to work for Post Office 72%
1am provided with the freedom to make appropriate
a ‘ ‘ 1% Senior leaders lead by example and in line with WOW. 9%
decisions in my job
WG) Wee Geonie Fan hare Wiel) enous ees Communication and consistency with POL Purpose and
BHEEG
feedback or concerns without fear of negative 74% Vision 44%
consequences
l understand how my role contributed to overall strategy 74% Feeling under constant strain, bureaucracy & inefficiency 70%
I believe my views are listened to when I share my opinion 0% Confidence in senior leadership 39%
Where I work people are treated fairly 73%
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You said...
Better support to achieve career objectives
Ways Of Working being demonstrated everyday
Improve internal two-way communication
Removal of strain, bureaucracy and inefficiencies
Focus on building trust and confidence in Senior Leadership
We are
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1. You said ... Better support to achieve career objectives
41 Reviewing all of our talent, recruiting, promotion & development
processes to ensure we are opening up ALL opportunities sel Bhuleag
2 Focus on embedding ‘Everybody’s Conversations’
to allow for better discussion on behaviour/skills development Qi nysi2a
3 Introducing a career and competency framework Q3 FY 2023
4 Ensure all colleagues have a Personal Development Plan in place June 2023
We are
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2. You said ... Ways of Working being demonstrated
everyday
41 Embedding Ways of Working into recognition tools and all People
processes
2 Review the Ways of Working to ensure supporting statements
accurately reflect how we do business and re-launch
3 Regular reference to Ways of Working at 10@10, town halls and
time to reflect in team meetings May 2023
4 Ensure incentives are aligned to reward great behaviours May 2023
We are
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3. You said .. . Improved internal two-way
communications
ys F
All SLG communications/update to be circulated after events and
feedback sought on content/improvements
Open on honest two-way communication through ‘engagement Q1 FY23/24
forums’
Ensuring the voice of the Postmaster is understood in the centre Quarter!
through Postmaster consultation and Engagement forum y
Review social media/communication channels to reach all
audiences & ensure feedback (ie App for non-connected ine 2023
colleagues/PMs)
Survey ‘pulse’ action planning and quarterly progress updates in
town halls Quarterly
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4. You said . .. Removal of strain, bureaucracy &
inefficiencies
5)
SLG to identify areas for streamlining & improvement
Priorities for each business areas to be determined
Removal of overlaps and conflicting priorities/work
Simplification of IT & process efficiencies (eg recruiting,
onboarding, data and procurement)
Greater teamwork & collaboration
We recognise it and
May 2023
TBC
TBC
TBC
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You said... Focus on building trust in Senior Leadership
1 Introduce a Leadership Behavioural Framework and support our
leaders to develop with a sustainable leadership programme Gt hea
2 Introduce 360 feedback tool for objective assessments to take
place and GE assessment programme
3 Introduce a leadership sustainability development programme Q3 2023
4 Build leadership behaviours into our talent processes and annual
reviews and bonus scheme(s) for GE and SLG telalandaney
=
=
re}
<
a
=
°
5 Support team development and accountability with ongoing
Leadership Team coaching activity 23/24
We are
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MAR
Engag
April July October
Share Results Launch pulse 2 Pulse survey —
Line Mgr Access survey plans 2 functions
May August November
Action Planning 2 Pulse survey — 2 Pulse survey —
2 functions 2 functions
June September December
‘Action Planning 2 Pulse survey - 2 Qtrly Progress
Launch pulse survey
plans
bi atry Progress Update
Qi
Socialise and
Action Plan
ement Survey Cycle
functions
Qtrly Progress oe Update
SEP DEC
Prep for Full
February
Launch 2024
Engagement
Survey
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March
Analyse Results
and prepare
pret d
FEB
MAR
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Let’s spend some
time thinking
about our
culture...
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Finding the balance in POL — building TRUST Frances Frei
Leadership
Behaviours
Our
Culture
Authentic
y 4
Empathetic
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Finding the balance — building TRUST
Frances Frei
Leadership
Behaviours
Our
Culture
Authentic
’ Integrity Oriented
easels Work Cost Loyaty Helpful
i AccessibilityHonest Open CY Policy
Empatite Faitness cttoctive Trust Efficiency Solution
Accountability ValyedWorking
Institute of business ethics
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What are the values that
shape your decisions at Hod [a]
oo
work?
slido.com "
#PostOffice
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SLIDO WORD CLOUD
“What are the values that shape your decisions at work”
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Finding the balance — building TRUST
Frances Frei
Leadership
Behaviours
Our
Culture
Fire fighting Accountabili ‘Authenti
Lack of direction Slow to act ae ae
Postmaster seo 1 BOCK’) Lack of Trust Child
Hi serach Secretive i Integrity Oriented
" bak pf Acai tials heard TransparencyTeam Work Cost Loyalty Helpful
Lack of Trust® Bureaucratic I I Accessibility Honest Open ccura: / Policy
Post ¥ Fairness effective Trust Efficiency solution
i i Accountability Valued Working
A
Empathetic
Anecdotal feedback from Survey
Institute of business ethics
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Leadership Culture V Future
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Historical Behaviours (Common Issues Future Leadership Behaviours
Judgement) are still present in the feedback today
Lack of trust — afraid to speak up
Parent/child
Secretive
Favouritism/nepotism
Silo mentality
Lack of accountability
Not Postmaster-focused
Hierarchical and overly bureaucratic
Lack of strategic vision and direction for all PO
Lack of governance
Victorian T&Cs
Clear accountabilities and a focus on results
Adult and respectful
Inspire, open, honest and transparent
Unbiased, objective driven people processes
POL first: Empowering and advocating cross-
functional working, collaboration
Empowered and accountable
Postmasters at the centre; Heroes of PO
Agile and responsive; driving innovation
Clear, One PO, vision, purpose and strategy;
leadership openly aligned around it
Clear governance
Modern, sustainable eg flexible T&Cs
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. .
Development POL: Leadership Framework
Review of ‘as is’ Proposed 'to be' :
\ ‘ P i : Buy-in from GE SLG feedback
leadership behaviours leadership behaviours
+ Looked at our behaviours + Aligned Plans, Vision & * Working in collaboration the GE + Last week we sought SLG
today Purpose have reviewed the leadership feedback
+ Engagement feedback + Involves and empowers behaviours + Will continue to work with SLG
+ Anecdotal feedback others through change + Gaining buy-in and support to incorporate their feedback
* The Commons Issue + Focusing on the future, with + c4 meetings (January to
Judgement empathy to the past March)
+ The Institute of Business + Communicate with passion & * Incorporated GE feedback
Ethics feedback energy
+ Feedback from teams
across the business
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Most organisations have clear leadership behaviours
Lloyds
TESCO ae Service Pharmacy
eT Ako” aie ae ae
ilead
+ Empathy * Head, Heart and Guts Inspiring — about our work .
* Balancing respect and and its future Inspire
* Collaboration results Leverage
7 * Genuine empathy and Confident — in our Execute
* Resilience care engagement
* Communicate openly Advance
+ Responsiveness * Share their fears and Empowering — our teams Develop
vulnerabilities to deliver
+ Innovation
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Some further examples
E HBOS pic JOHN LEWIS Specsavers
& PARTNERS
+ Sets vision and
+ Engage with our * Lead . . * Coach
direction
purpose + Shape © Sh trateci * Connect
+ Create our pet + Build in, Strategic * Champion
experience + Deliver agnly Change
+ Drives performance
+ Takes decisive action
* Inspires Ownership
+ Works across
boundaries
+ Acts with courage
+ Develops Talent
+ Shape our future
+ Use insights wisely
+ Deliver our strategy
* Collaborate with teams
* Trust others to own it
* Challenge with empathy
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Introducing POL: Leadership Framework
Outcome driven
Decisive Leadership and
Judgement (debate & commit)
Demonstrates Emotional
Resilience
Technical Expertise and
Professionalism
Takes Ownership &
Accountability for making a
difference
Inspiring others
Aligned Plans, Vision &
Purpose
Involves and empowers
others through change
Focusing on the future, with
empathy to the past
Communicate with passion &
energy
Collective
responsibility
Working in Partnership, as
One Team, We Deliver results
for POL
Do things once, do it well
We adhere to POL's agreed
processes and procedures
Uses POLs talent & resource
Developing teams
Honest evidenced based
feedback
Supporting inclusion by
challenging bias and
favouritism
Actively support ‘development
& career’ plans, skills and
behaviours
Manages & recognises
performance
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How does a leadership framework fit with Ways of
* Our Ways of Working identify the
Working?
ideals shared by everyone in the
organisation. Leadershi
* They define the things we believe are Framewo
important, meaningful and right.
* They create a common view of our Collecti
purpose among teams. I others oO ective
* Itimproves the bond between responsibility
colleagues and promote commitment
to Post Office. * It is important to describe the Leadership Behaviours that
are important to POL and embed them in all of our
processes (job specs, recruitment, succession etc).
* Leadership Behaviours are the most influential factor
: shaping organisation culture ‘Stephen Covey’.
* Leadership Behaviours will help us grow talent (individuals
Mewen puree wemsonetcon weston and teams) and having consistent behaviours will allow us
to achieve more together.
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Culture workstream — team effort
Postmaster
engagement
Tracey Marshall
Fantastic 2 -way
communications
Lucy Kirwin
Working in partnership, as one team, we deliver amazing results!
Rewards
Leadership
behaviours Process,
Juliet Lan alignment
F Nic Marriott
Employee
engagement
Juliet Lang
Culture
transformation
Linked to business
context
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We’ve started this journey
with our leaders...
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eee oie
A pledge from the Post Office leaders
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Colleague
Awards
2023
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We work in partnership
Ch _— of
"™Pioning care and supe
We are one team We deliver
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We Deliver
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And the winner is
Kenny Lamont
eS a I
Fe.
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We work
In partnership
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And the winner is
Sam Conway
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We are
One Team
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And the winner is
Tim Dixon
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Horizon IT
Rebuilding so
trust
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And the winner is
Gemma
Ludgate
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Improving
branch
profitability
And the winner is
Adam Riggott
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Transforming
Technology
And the winner is
The Branch
Hub Team
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Outstanding
Colleague
And the winner is
Cheryl
Wingfield
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Outstanding
Leader
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And the winner is
Tom Lee
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Chairman’s Award for
Outstanding
Team
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And the winner is
Platform
Products Team
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Questions &
Answers
CO aa
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Submit your Ono
oo
questions here
slido.com
#PostOffice
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Laut
iT
Questions &
Answers
a ae
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Adopt an Area
Relaunch
Martin Roberts, Group Chief Retail Officer
and Tracy Marshall, Retail Engagement
Director
Adopt an Area
1.
Remuneration &
profit
2. Systems and 3
operational (se
: Communication
processes
5.
Representatio ‘
4. Training n/ B. hese &
engagement ue Z
with senior ele Ie!
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SLG
«Empathy, understanding, listening, transparency
"Build the confidence to make better business decisions
based upon real understanding of the implications for
Postmasters
=Build relationship with SLG member
=Personal development
" Feel listened to and engaged with
= Opportunity to influence thinking and share ideas
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Perfect Day
Week commencing v=
15" May
Summer Campaign
Hi
*
:
:
=e
=
:
=
:
?
=
=
=
=
=
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What are we doing differently?
+ Use specific focus days, such as “Perfect Day” as the
Quarterly visit
* Simplifying the mechanism for feedback
+ Extending the visits to include the DMB network too
* Senior Leaders can focus on strategic issues rather than
the operational detail
+ Potential to hold meetings with groups of PM’s to get
more rounded views and give buddies more flexibility
+ Much more focus on a 2 way relationship for
development and a deeper understanding of each others
roles and areas
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era
trad
toe
Perfect Day
visit (Summer
campaign wic
15" May
Arrange Arrange
quarterly visit quarterly visit
(Jan-Mar) in (Jul-Sep) in
conjunction conjunction
with AM with AM
m® @
Perfect Day
visit (Christmas
campaign
wic 6" Nov)
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Providing feedback will be much, much easier:
A _ Simplified electronic form
Options to state whether an
/ individual branch visit or a
group event
Will self populate most of the
Y information
You just need to select a
category and provide a brief
description of the strategic
A issue.
There will also be a button to
press if no issues are
identified.
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Next steps? VY Full toolkit and instructions on next steps will be sent to each
colleague. This will include information on the next ‘Perfect
Day’ event in May.
Y/Y The Leadership Hub will continue to be a key resource tool
for all — please access this.
VY We'll also circulate an updated view of top postmaster
issues, key messages and suggested responses, to ensure
a consistent approach across each area.
‘ V/ __ The feedback received from AAA will be collated with the
” other PM insights data and presented each month.
Please take the time to establish/ re-establish the relationship
with your AAA buddy and agree future ways of working..
Utilise the next 15 minutes to discuss best practice and log any suggestions.
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Mails Strategy
Neill O’Sullivan, Managing Director Parcels & Mails
and Jack Dowling, Director of Mails
Transformation
Post Office Mails & Parcels — Introduction & Our Response
The biggest
change in
Mails
Portfolio ‘Changing
history market
conditions Reducing
dependency
on Royal
Mail
Providing
customers
and
postmasters
with more
choice
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Post Office Mails & Parcels — Burning Platform
Long term Long term Royal Mail
Royal Mail increase in pursuing
Continued fallout Accelerate
from Industrial execution of
Action + Cyber- Post Office
attack Mails Strategy
decline in parcel disintermediation
letters volume competition from Post Office
Our customers and postmasters have told us that they want us to provide multiple services from multiple carriers.
2022 PUDO Rollout has laid technical and operational foundations.
We have demonstrated clear value of the Post Office network, expertise, brand and customer relationships.
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Post Office Mails & Parcels — As Is
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The fast-changing environment has reinforced the need to fundamentally change our
current model of single carrier sales and acceptance in branch.
In-Branch Sales
I
In-Branch
collection & acceptance
E-commerce
returns
Driving income for
Postmasters and
Strategic Partners
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Post Office Mails & Parcels — Vision
Vision: Provide unparalleled access t ustomers, carriers and retailers.
How PUDO Online Platform Non-RM sell in Maximise RM
we will Multi-carrier C&C, Curated shortlist of branch Jointly develop market
deli . returns & pre-paid services available Supplement our In leading propositions:
eliver: (online) acceptance online (and then Branch Propositions ICDC, Tracked
to drive parcel dropped off at a PO) with new non-RM 24/48, Labels2Go,
volume services Drop & Go
Core General eCommerce Young Senders + Senders who have All of these +
Audience: customers International left or are tempted to existing customer
leave base
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Post Office Mails & Parcels — To Be
PO multi-carrier
Platform / Website
Carrier’s E-commerce
website returns
DPDIK>)
In-branch sales In-branch
amazon Collection Driving sustainable future
—7 ia and income streams for
Acceptance Postmasters & our Strategic
a Partners
& other carriers (TBC)
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Thinking Differently
Neil Mullarkey
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Thank you
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